DOCSLIB.ORG

NHS North of Scotland Regional Catering Strategy

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
NHS North of Scotland Regional Catering Strategy NHS North of Scotland Regional Catering Strategy This strategy has been endorsed by: Elinor McCann, Head of Catering _____________________________ On behalf of NHS Grampian Crawford Howat, Service Manager / Hotel Services ______________________________ On behalf of NHS Highland Lawson Bisset, Head of Estates & Facilities ______________________________ On behalf of NHS Shetland Mandy Ward, Facilities Manager ______________________________ On behalf of NHS Orkney George Maciver, Catering Manager ______________________________ On behalf of NHS Western Isles V7; 16-03-20 2 EXECUTIVE SUMMARY NHSS Patient Catering Services in the North Region provide around 4m patient meals each year (ref benchmarking Q1-4 2018/19) and employ over 435 WTE staff. Across the North Region, there are 32 catering production units including Central Production Units, producing food for around 70 hospitals with over 4,500 beds. A variety of food production methodologies are utilised including traditional cook serve (conventional), cook chill and direct meal service from the supply chain. This strategy has been prepared in full collaboration with the regional partners, comprising catering and other facilities professionals from NHS Grampian, Highland, Orkney, Shetland and Western Isles. It encompasses the catering for all patients included within the region and is also a component of Boards’ separate non patient catering strategies. It is designed to address the period 2020 to 2025 and will be reviewed and measured for effectiveness on an annual basis using both qualitative and quantitative metrics such as national benchmarking analysis and patient satisfaction surveys. The rationale for this strategy is based upon the PAMS approach responding to the following questions: Where are we now? Where do we want to be? How do we get there? It sets out the principal aims and objectives for Catering Services in the North Region, identifying the associated risks and opportunities facing this, and using the outcome to support the investment in fit for purpose CPUs, where appropriate. The document will also identify any associated strategies for incorporation and thereby maximise the potential value and return on investment. Where are we now? This section describes the current arrangements for patient and non-patient catering in each of the Boards in the North Region and highlights those areas where there is a need for investment and/or improvement. Where do we want to be? This section describes the vision, aims and objectives of the North Region Boards to align to the National Strategic objectives and the investment needs to meet the current and future challenges for Catering Services in the Region. How do we get there? This section describes the actions that will be taken by when and by whom and identifies the investment and resources required so that the North Region Boards can meet the challenges and future demands and achieve the aims and objectives of the Regional Strategy. V7; 16-03-20 3 NATIONAL DRIVERS The national catering strategy sets out a framework for the development of catering services across Scotland for the next decade to which this strategy is aligned. It was commissioned to give an evidence-based, perspective of why change is needed and what direction change should take. The NHS in Scotland is successful in making progress against many of the challenges to our nation’s health and healthcare provision. The national catering strategy and this strategy support these key objectives in healthcare provision in Scotland. Despite this there are challenges that need to be addressed if we are to meet our aim of providing a first-class health service for the future. These challenges include: Recruitment and succession planning; Future funding, both capital and revenue; Further reduction in waste; Achieving a person centered approach to the delivery of services; and The need for enhanced data to be available for all aspects of the service. The national specification for patient catering, ‘Food in Hospitals’ (revised March 2016,) clearly establishes the importance of high quality and appropriate food to improve clinical outcomes and patient wellbeing. It states that: ‘it is implicit that providing appropriate food and fluid for the patient population can be effective in cutting the length of hospital stay’. It is therefore incongruent that in some local areas the development of catering services has remained largely static for a significant period of time. This has left the service without the consistent capability to provide the range of meals, including novel diets, required by patients as part of their treatment, e.g. neutropenic, allergen free and metabolic diets. We know that recruitment in the NHS in Scotland is at present challenged by a number of factors. We also know that many of the current experienced catering staff in the service may retire in the next 10 years and that the skill set required to deliver the proposed service will change as we strive to make care more person centered. It is acknowledged that the quality of services is related to the quality of our workforce, the national catering strategy describes the development of skilled staff, working effectively in multidisciplinary and multi- organisational settings to deliver catering excellence as fundamental to success. As a result of the current financial challenges, future resources are likely to be constrained and we must plan to maximise the value from those available to us. The national and regional catering strategies propose that the provision of catering services of continually improving quality and value is considered to be a more balanced and appropriate way of managing these scant resources and overall service performance than an isolated focus on finance. The national catering strategy articulates the rationale for a concentration of resources in centralised production facilities where appropriate, as releasing funds through the reduction in duplication and waste, which can be used to deliver improved person centered care. V7; 16-03-20 4 The national catering strategy describes the improvements that can be made by harnessing new technology both in catering production and resource control, to support the standardisation of processes where they should be controlled in a consistent manner, and to enhance food safety. We are becoming increasingly driven by enhanced availability and interpretation of service data, and better use must be made of this data to support service improvement and performance management. This strategy assumes that a National Catering Information System and Bedside Electronic Patient Meal Ordering System (NCIS/BEPMO) will be implemented across the region in order to streamline process and data management. In addition, menu harmonisation will be an essential element of catering services across Scotland. As we become more able to draw conclusions from the management information generated by these systems, we should be able to enhance the production of food which is nutritionally compliant and consistent across NHSScotland. A number of factors have been cited as negatively impacting on the delivery of both catering and wider services. These factors include: Duplication across multiple locations Inconsistent standards Variable costs Deteriorating environments Problems with compliance and increasing legislative requirements Recruitment pressures Fiscal pressures Public attention The need for sustainable procurement and The drive to enhance the relevance and use of accurate performance data. Some of these are reported as being experienced to some extent across the North of Scotland regional Health Boards. The proposed service model within this regional strategy aims to address these challenges and deliver safe, consistent, high quality food from a hybrid production model delivered from, where possible, central production units (CPUs) across the North Region and satellite units within the Island Boards operated by NHS staff. The service model for the North Region is based around a combination of a fresh and a delivered meals system and a cook-chill meals service. Where the cook-chill model is utilized, the meals produced centrally by NHS staff and regenerated and finished locally, also by NHS staff. This service will provide the necessary range of meal options to meet the needs of all patients and staff across the North of Scotland. Given the regional scope of this strategy, many of the drivers for change are likely to be common to all of the partners and may have been captured in the national strategy. However, any Board specific details or aspirations are an important element of this work and therefore the sections will be structured to highlight these. V7; 16-03-20 5 V7; 16-03-20 6 WHERE ARE WE NOW? – LOCAL POSITIONS NHSS Patient Catering Services in the North Region provide around 4m patient meals each year (ref benchmarking Q1-4 2018/19) and employ over 435 WTE staff. Across the North Region, there are 32 catering production units including Central Production Units, producing food for around 70 hospitals with over 4,500 beds. A variety of food production methodologies are utilised including traditional cook serve (conventional), cook chill and direct meal service from the supply chain. This section describes the current arrangements in each of the Boards in the North Region and a statistical summary of these arrangements is outlined in the tables in Appendix 1. NHS Grampian NHS Grampian provides around 1.7m patient meals each year from
Load more

Recommended publications
  • Item 7: NHS Highland Assurance Report
    Agenda 7. Item Report CLH No 17/19 HIGHLAND COUNCIL Committee: Care, Learning and Housing Date: 14 March 2019 Report Title: NHS Highland Assurance Report Report By: Interim Director of Care and Learning 1. Purpose/Executive Summary 1.1 The purpose of this report is to provide assurance to NHS Highland in relation to services commissioned and delivered through Highland Council. The content of each assurance report is informed by discussion with the Child Health Commissioner. 2. Recommendations 2.1 Members are asked to scrutinise the data and issues raised in this report. Comments will be incorporated into a report to NHS Highland as part of the agreed governance arrangements. 3. Performance Data 3.1 NHS Highland continue to advise of technical issues for the Child Health Surveillance data and would like to reassure you that they are continuing to look for this to be resolved as part of the work progressing nationally around the ‘Child Public Health and Wellbeing Transformational Change System’. 4. Health Visitor update 4.1 Health visitor numbers continue to increase with a further 5 health visitor trainees qualifying at the beginning of February 2019. This brings the total of successful trainees since the start of the Scottish Government programme to 20, with a further 5 due to qualify in January 2020. This will still leave a gap in vacancies against our establishment of health visitor posts when taking into account planned retirals. This indicates that there is a need for an ongoing and sustained training and recruitment programme for health visitors within Highland Council. 4.2 A further development in Scottish health visiting is the recent agreement of a national job description which has been produced to reflect the changed health visiting role as a result of the introduction of the Universal Health Visitor Pathway (UHVP) and the introduction of the Named Person.
    [Show full text]
  • North East Scotland Roads Hierarchy Study
    North East Scotland Roads Hierarchy Study ...Making best use of the city's road network Nestrans and Aberdeen City Council Project number: 60583665 May 2019 Image © Norman Adams - Aberdeen City Council North East Scotland Roads Hierarchy Study Project number: 60583665 Quality information Prepared by Checked by Approved by Jo Duck Andrew Robb Emma Gilmour Consultant Senior Consultant Regional Director Revision History Revision Revision date Details Authorized Name Position 0 11 January 2019 Working Draft EG Emma Gilmour Project Director 1 21 February 2019 Draft EG Emma Gilmour Project Director 2 12 April 2019 Final EG Emma Gilmour Project Director 3 22 May 2019 Final following EG Emma Gilmour Project Director further client comments Distribution List # Hard Copies PDF Required Association / Company Name Prepared for: Nestrans and Aberdeen City Council AECOM North East Scotland Roads Hierarchy Study Project number: 60583665 Prepared for: Nestrans Archibald Simpson House 27-29 King Street Aberdeen AB24 5AA Prepared by: Jo Duck Consultant T: 07384 813498 E: [email protected] AECOM 1 Marischal Square Aberdeen AB10 1BL United Kingdom T: +44(0)1224 843759 aecom.com © 2019 AECOM Limited. All Rights Reserved. This document has been prepared by AECOM Limited (“AECOM”) for sole use of our client (the “Client”) in accordance with generally accepted consultancy principles, the budget for fees and the terms of reference agreed between AECOM and the Client. Any information provided by third parties and referred to herein has not been checked or verified by AECOM, unless otherwise expressly stated in the document. No third party may rely upon this document without the prior and express written agreement of AECOM.
    [Show full text]
  • Initial Agreement October 2016
    NHS Highland Highland Health and Social Care Partnership Modernisation of community and hospital services for communities in Skye, Lochalsh and South West Ross Initial Agreement Version 26 (October 2016) Skye, Lochalsh and South West Ross Initial Agreement v26 10th October2016 1 LEAD CONTACTS Enquiries to: Eric Green, Head of Estates, NHS Highland, John Dewar Building, Inverness Retail and Business Park, Highlander Way, INVERNESS IV2 7GE (01463) 706 801 [email protected] Project Director Gill McVicar Director of Operations, North and West Highland, Larachan House, Dochcarty Road, Dingwall, Ross shire, IV15 9UG (01349) 869221 07721466240 [email protected] Skye, Lochalsh and South West Ross Initial Agreement v26 10th October2016 2 Contents 1 EXECUTIVE SUMMARY AND PURPOSE ........................................................... 6 1.1 Overview and strategic direction ................................................................ 6 1.2 Location and delivery of existing arrangements ....................................... 6 1.3 Case for change ........................................................................................... 7 1.4 Investment Objectives ................................................................................. 9 1.5 Stakeholder involvement ............................................................................. 9 1.6 Options appraisal on service model and location ..................................... 9 1.7 Formal public consultation and approvals .............................................. 10
    [Show full text]
  • Emergency Department Activity
    NHS Scotland - Emergency Department Activity Attendances and Performance against the 4-hour Waiting Time Standard This is an ISD Scotland National Statistics release. The Scottish Government waiting time standard for emergency departments is that 98 % of all attendances should be seen within 4 hours. The figures presented in these tables detail the performance of each individual site and NHS board against the standard. Time Period: Apr-10 to Mar-11 Source: A&E data mart, ISD Scotland Date: 07 May 2012 List of Tables Table 1: Attendances and performance against 4-hour standard, Apr-10 to Mar-11 Total attendances, number of attendances breaching standard and attendances meeting standard (number and percentage). Figures are given at site and NHS Board level. Table 2: Attendances, Apr-10 to Mar-11 Summary table of attendances only. Figures are given at site and NHS Board level. Table 3: Performance against 4-hour standard, Apr-10 to Mar-11 Summary table of percentage of attendances meeting standard. Figures are given at site and NHS Board level. Notes: 1) The waiting time is defined as the time of arrival until the time of discharge, admission or transfer. 2) New presentations only; excludes planned return and recall attendances. 3) There are two types of site that provide emergency care; • ED - Emergency Departments; sites that provide a 24 hour emergency medicine consultant led service • MIU/Other - sites including minor injuries units (MIU), small hospitals and health centres in rural areas that carry out emergency department related activity and are GP or Nurse led. They may or may not be open 24 hours.
    [Show full text]
  • Contract Between Scottish Ministers
    CONTRACT BETWEEN SCOTTISH MINISTERS AND GEOAMEY PECS LTD FOR THE SCOTTISH COURT CUSTODY AND PRISONER ESCORT SERVICE (SCCPES) REFERENCE: 01500 MARCH 2018 Official No part of this document may be disclosed orally or in writing, including by reproduction, to any third party without the prior written consent of SPS. This document, its associated appendices and any attachments remain the property of SPS and will be returned upon request. 1 | P a g e 01500 Scottish Court Custody and Prisoner Escort Service (SCCPES) FORM OF CONTRACT CONTRACT No. 01500 This Contract is entered in to between: The Scottish Ministers, referred to in the Scotland Act 1998, represented by the Scottish Prison Service at the: Scottish Prison Service Calton House 5 Redheughs Rigg Edinburgh EH12 9HW (hereinafter called the “Purchaser”) OF THE FIRST PART And GEOAmey PECS Ltd (07556404) The Sherard Building, Edmund Halley Road Oxford OX4 4DQ (hereinafter called the “Service Provider”) OF THE SECOND PART The Purchaser hereby appoints the Service Provider and the Service Provider hereby agrees to provide for the Purchaser, the Services (as hereinafter defined) on the Conditions of Contract set out in this Contract. The Purchaser agrees to pay to the Service Provider the relevant sums specified in Schedule C and due in terms of the Contract, in consideration of the due and proper performance by the Service Provider of its obligations under the Contract. The Service Provider agrees to look only to the Purchaser for the due performance of the Contract and the Purchaser will be entitled to enforce this Contract on behalf of the Scottish Ministers.
    [Show full text]
  • Accident and Emergency: Performance Update
    Accident and Emergency Performance update Prepared by Audit Scotland May 2014 Auditor General for Scotland The Auditor General’s role is to: • appoint auditors to Scotland’s central government and NHS bodies • examine how public bodies spend public money • help them to manage their finances to the highest standards • check whether they achieve value for money. The Auditor General is independent and reports to the Scottish Parliament on the performance of: • directorates of the Scottish Government • government agencies, eg the Scottish Prison Service, Historic Scotland • NHS bodies • further education colleges • Scottish Water • NDPBs and others, eg Scottish Police Authority, Scottish Fire and Rescue Service. You can find out more about the work of the Auditor General on our website: www.audit-scotland.gov.uk/about/ags Audit Scotland is a statutory body set up in April 2000 under the Public Finance and Accountability (Scotland) Act 2000. We help the Auditor General for Scotland and the Accounts Commission check that organisations spending public money use it properly, efficiently and effectively. Accident and Emergency | 3 Contents Summary 4 Key messages 7 Part 1. A&E waiting times 9 Part 2. Reasons for delays in A&E 20 Part 3. Action by the Scottish Government 37 Endnotes 41 Appendix 1. NHS Scotland A&E departments and minor injury units 43 Appendix 2. National context for A&E and unscheduled care, 2004 to 2014 45 Exhibit data When viewing this report online, you can access background data by clicking on the graph icon. The data file will
    [Show full text]
  • A Guide for Families Living with Dementia in West Highland
    A guide for families living with dementia in West Highland Supported by Argyll & Bute Council, The Highland Council and NHS Highland Compiled May 2012 2 Welcome and how to use this guide This guide has been produced as a result of many discussions with families and staff who are supporting someone with dementia in the NHS Highland area. The guide is broken into three sections: • Section 1 Issues and things to think about. This section provides an overview of important issues and identifies where to find out further information. • Section 2 Who’s who and what’s their role. This outlines the main staff and agencies likely to be involved in supporting the person with dementia and their key roles. • Section 3 Local and national supports and services. This section provides contact details for advice, information and support in your area for you and the person with dementia. We hope you find this guide a real help to you and your family in living with dementia. Signatories: Henry Simmons – Chief Executive, Alzheimer Scotland Elaine Mead - Chief Executive, NHS Highland Cleland Sneddon - Executive Director, Community Services, Argyll & Bute Council Bill Alexander - Director of Health & Social Care, Highland Council 3 Acknowledgements We are indebted to all the family members who took part in the research for giving their time, suggestions and commitment, which has provided the foundation of the content, design and style of the guide. The guide has drawn on a number of resources. In particular we would like to thank NHS Health Scotland (www.healthscotland.com) for their permission to refer to the following publications: • Facing dementia – how to live well with your diagnosis • Coping with dementia – a practical handbook for carers Single copies of the above booklets and their accompanying DVDs are available to people with dementia, their partners, families and friends from the Dementia Helpline on 0808 808 3000.
    [Show full text]
  • Highlands and Islands Patients' Travel Expenses Claim Form
    FOR ADMIN USE – TRAVEL WARRANT YES / NO NHS HIGHLAND HIGHLANDS AND ISLANDS PATIENTS’ TRAVEL EXPENSES CLAIM FORM SECTION 1: TO BE COMPLETED BY WARD OR RECEPTION STAFF – PLEASE PRINT PATIENT’S NAME: ………………………………………………………………... CHI NUMBER: .................................................... OR DATE OF BIRTH ADDRESS: ………………………………………………………………………………………. ……………………………………………………………………………………….. …………………………………………………………………………………........ POSTCODE …………................................. DAYTIME CONTACT NO: ................................................. NAME & ADDRESS OF YOUR GP PRACTICE : ……………………………………………………………………………............…… SECTION 2: TO BE COMPLETED BY (OR ON BEHALF OF) PATIENT HOSPITAL ATTENDED: ………………………………………………………………………………………………….. WARD NUMBER/NAME: ………………………............... HOSPITAL CONSULTANT: …………………….........………… INPATIENTS: DATE OF ADMISSION: ….....…/….....…/….....… TIME OF ADMISSION: ……........……….. DATE OF DISCHARGE: .……../……...../……...... TIME OF DISCHARGE: ……........………. OUTPATIENTS AND DAYCASE PATIENTS: DATES AND TIMES OF APPOINTMENTS: 1. ...…../……../…….. …...... : …….. 3. ……../… …../…... …..... : …….. 2. …../… …../… ….. …….. : …….. 4. ……../……../…….. …….. : …….. SECTION 3: TO BE COMPLETED BY HOSPITAL STAFF I confirm that the patient named above attended this hospital on the dates stated: HOSPITAL STAMP Signature: ……………………………………………………...................................... Print Name : .......................................................................................................... Designation: …………......................................………………………………………
    [Show full text]
  • NHS Highland Board November 2019 Item 6 CHIEF EXECUTIVE AND
    NHS Highland Board November 2019 Item 6 CHIEF EXECUTIVE AND DIRECTORS REPORT – EMERGING ISSUES AND UPDATES Report by Iain Stewart, Chief Executive The Board is asked to: • Note the updates provided in the report. Introduction from CEO The engagement strategy which is helping to shape the ‘Culture Fit for the Future’ has been moving ahead. Fiona Hogg will be giving a detailed update on our progress with our Culture Programme later in the agenda. I am pleased with the progress which is being made, it’s a long-term piece of work which needs careful research and planning to make sure we understand the problems we need to address. There are some key milestones being achieved and presented at this Board meeting. A governance structure is in place and our revised plans are ready to be agreed and rolled out. Many of the actions planned have been shaped by our ongoing engagement with the Board and with our colleagues across North Highland and Argyll & Bute and I’m delighted that our impending review in Argyll & Bute is going to provide further valuable insights and information. In terms of the cost improvement programme, we continue to make good progress, with the current level of identified opportunities valued at £29M which when adjusted for the likelihood of delivery reduces to £22M. Of particular note is that 80% of the forecast savings are recurrent so the savings gain will benefit future financial years. Workstreams are ensuring the remaining plans in this financial year are approved, that ideas are progressed to plans and that changes already implemented go on to deliver the expected savings.
    [Show full text]
  • Caithness and Sutherland Proposed Local Development Plan Committee Version November, 2015
    Caithness and Sutherland Proposed Local Development Plan Committee Version November, 2015 Proposed CaSPlan The Highland Council Foreword Foreword Foreword to be added after PDI committee meeting The Highland Council Proposed CaSPlan About this Proposed Plan About this Proposed Plan The Caithness and Sutherland Local Development Plan (CaSPlan) is the second of three new area local development plans that, along with the Highland-wide Local Development Plan (HwLDP) and Supplementary Guidance, will form the Highland Council’s Development Plan that guides future development in Highland. The Plan covers the area shown on the Strategy Map on page 3). CaSPlan focuses on where development should and should not occur in the Caithness and Sutherland area over the next 10-20 years. Along the north coast the Pilot Marine Spatial Plan for the Pentland Firth and Orkney Waters will also influence what happens in the area. This Proposed Plan is the third stage in the plan preparation process. It has been approved by the Council as its settled view on where and how growth should be delivered in Caithness and Sutherland. However, it is a consultation document which means you can tell us what you think about it. It will be of particular interest to people who live, work or invest in the Caithness and Sutherland area. In preparing this Proposed Plan, the Highland Council have held various consultations. These included the development of a North Highland Onshore Vision to support growth of the marine renewables sector, Charrettes in Wick and Thurso to prepare whole-town visions and a Call for Sites and Ideas, all followed by a Main Issues Report and Additional Sites and Issues consultation.
    [Show full text]
  • (Public Pack)Agenda Document for Integration Joint Board (IJB), 27/05/2020 13:00
    Public Document Pack 20 May 2020 NOTICE OF MEETING A meeting of the INTEGRATION JOINT BOARD (IJB) will be held VIA SKYPE on WEDNESDAY, 27 MAY 2020 at 1:00 PM, which you are requested to attend. BUSINESS 1. APOLOGIES FOR ABSENCE 2. DECLARATIONS OF INTEREST 3. MINUTES (Pages 3 - 12) Integration Joint Board held on 25 March 2020 4. MINUTES OF COMMITTEES (a) Clinical and Care Governance Committee held on 23 January 2020 (to follow) (b) Finance and Policy Committee held on 6 March 2020 (Pages 13 - 16) (c) Clinical and Care Governance Committee held on 26 March 2020 (to follow) (d) Finance and Policy Committee held on 27 March 2020 (Pages 17 - 20) 5. CHIEF OFFICER'S REPORT (Pages 21 - 24) Report by Chief Officer 6. COVID-19 MOBILISATION READINESS UPDATE AND LOOK FORWARD TO LIVING AND OPERATING WITH COVID-19 (Pages 25 - 36) Report by Head of Strategic Planning and Performance 7. THE ROLE OF PUBLIC HEALTH TO DATE IN THE COVID -19 RESPONSE (Pages 37 - 54) Report by Associate Director of Public Health 8. UPDATE ON PROGRESS WITH THE STURROCK REVIEW ACTIONS INCLUDING A REPORT ON THE ARGYLL & BUTE CULTURE SURVEY AND PLANS FOR THE LAUNCH OF THE HEALING PROCESS (Pages 55 - 118) Report by Chief Officer and Director of Human Resources and Organisational Development NHS Highland 9. STAFF HEALTH AND WELLBEING (a) Employee / Staff Wellbeing and Resilience / COVID-19 (Pages 119 - 144) Report by Head of Customer Support Services (b) HR Resourcing (Pages 145 - 156) Report by Head of Customer Support Services 10. ENHANCED CARE HOME ASSURANCE (Pages 157 - 168) Report by Head of Adult Care 11.
    [Show full text]
  • Making Connections
    Making connections Evaluation Report on the Suttie Arts Space 2014 -2016 Basia McDougall BH McDougall CPsychol. AFBPSs, FHEA MPhil. MSc. Occ. Psych. BSc.(Hons) Chartered Psychologist Independent Research Evaluator Acknowledgments I would like to acknowledge the help and co-operation of all those who took the time to meet with me or discuss with me, by telephone or e-mail, issues relevant to this evaluation. Their honest thoughts, comments and pointers to contacts and further sources of information have been invaluable in shaping the content of this report. Thank you to: The Paul Hamlyn Foundation, who provided funding for this evaluation project (July 2016) Creative Scotland and Aberdeen City Council who supported the programme of commissioned exhibitions PAGE 2 Executive Summary Introduction GHAT commissioned an evaluation study of The Suttie Arts Space and requested that stories of venue use should form the central focus of the evaluation. The evaluation plan assumed three areas of broad interest: a. venue use b. perceptions of venue and c. perceptions of art exhibited within the venue. Method The primary research tool was the narrative interview. Twelve participants were self-selected and represented three groups: stakeholders, artists and visitors (inpatient and outpatient). In-depth narrative interviews were conducted, transcribed and analysed. Additional sources of evidence, gathered over the 10 months, supplemented the findings of interviews. These sources included over 250 invigilator entries and visitor comment sheets. In addition, email correspondence took place with those who chose not to be interviewed but wanted to share their views. Finally, attendance at monthly GHAT meetings, alongside regular visits by the researcher to The Suttie Arts Space, ensured context for the findings.
    [Show full text]